E-Service and Organizational Change: A Process Model

Chorng-Shyong Ong and Shang-Wei Wang
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Chorng-Shyong Ong: National Taiwan University, Taiwan
Shang-Wei Wang: National Taiwan University, Taiwan

Journal of Electronic Commerce in Organizations (JECO), 2011, vol. 9, issue 3, 39-51

Abstract: The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jeco00:v:9:y:2011:i:3:p:39-51

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